Startup Systems

The teams are currently structured by function (product, R&D, design, business, etc.), and different teams think about different layers of the company and stack. But all energy is directed toward improving the core product. We design objectives that translate to common top-level metrics and improve the user experience holistically. For example, all... See more

Necessary chaos embraces the uncertainty inherent to startups. Here are a few examples:

As growth accelerates and larger teams are needed, people stretch into new roles, teams scale and split, and new processes are formed.

After a promising call with a potential new customer, the product roadmap is re-prioritized to incorporate features that will... See more

It’s all about the learning. And mediocre successes don’t give you any learning.

Founders are striving to do something more innovative, uncertain, and psychologically demanding than most of us ever try to do—many with potentially large impacts on the world—and yet their distinct psychological needs have gone largely unstudied and unaddressed. And despite the many headlines signaling a “mental health crisis in startups,” with... See more

There’s lots of well-intentioned advice out there about the risks if a business takes off and there isn’t a solid foundation to stand on. But at the same time, it's no surprise that startup leaders see words like "optimizing headcount through capacity planning models" and file it away as unnecessary bureaucracy that’s more befitting of the “BigCo”... See more

They looked for first principles thinkers, so not necessarily your experience, but how do you approach problems, how do you know the right questions to ask? And then create your own framework around that.

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Dropbox also hired for people that were just really humble, collaborative and team oriented. And the combination of those two things,... See more

Conventional hiring processes are designed to recruit the most skilled people to fill a specific role at the right price. The experience can feel dehumanizing — it’s laden with unwritten rules, negotiation, posturing, and indirect communication (if you’re lucky) through recruiters.

The process, at its core, is a transaction of resources. It’s not... See more

Product-market fit always starts with the customer. And Dan Olsen’s PMF framework starts from the bottom up.

The first thing to do when thinking about starting a project, before you invest in systems design, infrastructure or fancy tools, is to practice getting some customers. And the second thing to do is to find out what it’s like to delight or disappoint those customers.

Customer traction is just about the only thing all successful organizations have in... See more